BENSASSON & CHALMERS LIMITED

LAMP Management Information System

Designed to analyse Project and Cost Centre income and expenditure for organisation management, tracking changes over time. LAMP provides a flexible solution for: Business Management; Time Recording & Expenses; Job Costing/ Project Costing and monitoring; Job Charging/Project Charging, Billing and Invoicing; Job Budgeting/Project Budgeting and Resource Planning; LAMP BI analysis.

Features

• Designed to faciliate and track business & organisational changes
• Extensive Project and Cost Centre options for costing and charging
• Flexible local setup and adminstration using non-technical facilities
• Integrated and customisable end user modules for ease of use
• Flexible configuration with extensive security access permissions
• Analyses data for both project management and organsational performance
• In built export facilities
• System processing for Charging and Invoicing, credit notes.
• Graphical reports for all levels of management reporting
• Utilises MS SQL Server as database ensuring wide acceptance

Benefits

• Flexible local configuration facilitates evolvement of business models and operations
• Multiple integrated functions faciliates the enter once/use many approach
• Multiple functions, fully integrated, facilitates ease of reporting
• Flexible organisational setup facilitates the audited changes in hierarchy structures
• Wide variety of key project data faciliates BI analysis
• Easy consolidation of project data for top level management viewpoint
• ntegrated tracking for past data faciliates a trend analysis approach
• Maintenance of historic data facilitates operational and organisational analysis
• MS SQL Server provides wide acceptance for tools and links
• Integrated database for reporting at ALL levels (Operational/Management)

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at benc@invigilatis.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

741694348539362

Contact

Ray Milton
01223420048
benc@invigilatis.com

About your service

• Service categories:

  Application Development and Deployment

  Data management

  Database management systems

  • Relational Database Management Systems
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: Occasional (and minimised) suspension of services to allow for routine OS and software updates (Planned Maintenance). These are at the discretion of the customer and are typically performed at times of lowest user interaction.
• System requirements:
  • Browser connection
  • For internally hosted systems, MS SQL Server is required
  • For internally hosted systems, hardware must be appropriately sized (data)
  • Allowable browsers are MS Edge, Chrome, Firefox
  • BI based on MS SQL & Power BI
  • Some client server operations require Windows 10+

User support

• Email or online ticketing support: Yes
• Support response times: WE provide a 24/7 web-site for reporting of problems, advice and dissemination of information (which provides an out of hours facility). A helpdesk is provided between 9-5 Mon-Fri
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: We operate with one support level - all customers are treated equally within the same operating standards. (The standard support service operates with a variety of reportable severity statuses). All support is provided within the service charges, with the exception of on-site support - for which we will levy a site attendance charge at our normal daily rates. A technical account manager is identified and provided as standard at no extra cost. For account management purposes, and general strategic support, we undertake to make four visits per annum.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: System implementation follows our standard plan which begins with a discovery period, that identifies the prospective roles and staff involved. Form this training plans are identified. • Training is tailored to the customer’s requirements (i.e. dependent upon the role/function and implementation plan) • Training can be delivered either on-site or virtually as required • The system has: 1 User Guides 2 Video courses - short videos on how to use selected features 3 How To’s . Additionally, training documentation can be downloaded from the 24/7 web support site. A full set of documentation is supplied
• Service documentation: Yes
• Documentation formats:
  • PDF
  • Other
• Other documentation formats: Docx
• End-of-contract data extraction: Please note that LAMP employs MS SQL Server as the database environment.; Bensasson & Chalmers, as part of its contractual exit strategy undertakes to provide a database backup in the MS SQL recognised format ( SQL Server 2022). Any other data manipulation or format is at an additional cost
• End-of-contract process: Bensasson & Chalmers as part of its contractual exit strategy undertakes to provide a database backup to the customer in the MS SQL recognised format within two weeks of the termination date. (SQL Server 2022). On exit the access to the customer database is immediately limited to system administrator server rights only - the database ceases to be in an operational state. The customer's data on our servers is destroyed within 3 to 4 weeks of contract termination (the 'stand by period' is the first two weeks) unless other wise requested. If the customer requires additional data access after termination (but not for operational or data maintenance use, i.e. purely for data extraction purposes) then this is possible at extra cost (at the prevailing normal service cost) and notification of this requirement must be logged with Bensasson & Chalmers within the two week standby period. If assistance is required from Bensasson & Chalmers' staff then this will be charged at the prevailing daily rate. If the system is installed on an internal server then the customer will undertake to remove the programs within the standby period.
• Documentation accessibility standard: EN 301 549

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: Yes
• Compatible operating systems: Windows
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Our Browser software uses a consistent vertical menu infrastructure on the left side of the screen. Menu items can be controlled/configured by local self-service.; ; Our Windows application uses a consistent tree hierarchy menu on the left side of the screen. Again this is controlled/configured by local self-service; Both applications use a consistent approach to menus, and Menu configuration can be performed by local self-service using non-technical tools
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: None specific
• API: No
• Customisation available: Yes
• Description of customisation: Customisation is possible for : 1) System user roles (who can do what in the system, via menu permissions) - by local administration of user classes 2) System user view (what data levels a user can see, via access security permissions) - (self-service) 3) Customisation is possible by local system administrators using non-technical configuration controls (self-service) 4) function deployment is customisable by user access permissions - by local administration of user classes 5) Self-service user permissions also allow for and organisation permissions so that cost centres can be distinct for security purposes 6) In addition to local administration, the system is customisable (e.g. suppression of fields and functions from a common set of provision) during initial setup by us employing a user specification. Regarding self-service, configuration of the user interface/menu structure/user setup permissions is by local self-service by authorised users, using non-technical tools.

Scaling

• Independence of resources: With an internally hosted system, hardware scaling on the servers should for allow for traffic increases. On an internally hosted system this is the customers responsibility.

Analytics

• Service usage metrics: Yes
• Metrics types: Depending upon customers requirements we can provide reports on a variety of activities.
• Reporting types: Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Baseline Personnel Security Standard (BPSS)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: Yes
• Datacentre security standards: Supplier-defined controls
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest: Other
• Other data at rest protection approach: On an internally hosted system this is the customer's responsibility
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type: Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: 'Export to Excel' is typically provided within the application via the combined Report Generator/export tool. A dedicated export to Excel is also available from many screens. In addition Bensasson & Chalmers can provide dedicated data export formats as part of the customisation/setup process (this service is charged at the prevailing daily rate. On an internally hosted service the customer can additionally employ database management tools that can be linked to its MS SQL environment.
• Data export formats:
  • CSV
  • Other
• Other data export formats: Xlsx
• Data import formats: CSV

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)

Availability and resilience

• Guaranteed availability: With an internally hosted arrangement then the customer is responsible for service availability - arrangements are made for time allocated for pre-arranged maintenance work (i.e. O/S updates, service packs etc.); Details of our SLA and credits are described in our service definition and Terms & Conditions documents
• Approach to resilience: With an internally hosted arrangement then the customer is responsible for service resilience
• Outage reporting: Outages are alerted via e-mails.; ; Further details can be obtained via our 24/7 web support site (investigation, review and reports)

Identity and authentication

• User authentication needed: Yes
• User authentication: Username or password
• Access restrictions in management interfaces and support channels: User access to the software is by user name and password operating in conjunction with access security permissions that can be varied in the software by the system administrator . This set of control determines access to modules and functions and whether update to data is allowed.
• Access restriction testing frequency: At least every 6 months
• Management access authentication: Username or password

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: User-defined

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: No
• Security governance approach: We work with our customers to provide a secure standard within their datacentres.
• Information security policies and processes: With regard to software management/development, Bensasson & Chalmers is currently undertaking a process of working towards ISO 9001 and cyber essentials accreditation.; Bensasson & Chalmers operates with a QA system embedded into our Company Handbook that covers strategy, policy, legislative responses Risk Assessments and disaster recovery policies.; ; The CEO is the authorised contact for all security matters. In turn the CEO reports to the Board of the company. Security policies are in place for internal matters and these are reviewed constantly in the case of material change, and formally by board review and adoption on an annual basis. Management undertakes an assessment on a quarterly basis.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: The software is developed solely by our staff. Development changes are in response to issues identified or by strategic development. Any change to software is subject to internal testing and management approval prior to release. Testing is covered by employing typical customer scenarios and context.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Penetration testing is done on a periodic basis by CREST accredited independent consultants. This is done at least once per year. Reports are transmitted to the company board for action approval. Software patches deployment is in response to severity status. With high severity issues the company undertakes to deploy company resources on an immediate basis.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: A support log is maintained for the service. Issues raised are assessed for severity and examined in relation to and with a separate regime of penetration testing. Any issues identified is reported to the company board with an assessment of severity and risk, and a recommendation for action. It is company policy under our QA controls that any security/IT incident is reported immediately to the appointed contact (The CEO). In this way the incident is monitored and tracked for suitable remediation
• Incident management type: Supplier-defined controls
• Incident management approach: A support log is maintained for the service (and for each customer). Issues raised are assessed for severity and examined in relation to and with a separate regime of penetration testing. Any issues identified is reported to the company board with an assessment of severity and risk, and a recommendation for action. It is company policy under our QA controls that any security/IT incident is reported immediately to the appointed contact (The CEO). In this way the incident is monitored and tracked for suitable remediation. The company undertakes to notify the customer of incidents and their severity
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Supplier-defined process

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: No

Discount percentage by annual call-off contract value (excluding VAT)

• Less than £250,000: 0%
• Between £250,000 and £500,000: 0%
• Between £500,001 and £1,000,000: 0%
• Between £1,000,001 and £2,500,000: 0%
• Between £2,500,001 and £5,000,000: 0%
• Over £5,000,001: 0%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

  • Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

    Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

    • Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
    • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 6: Employment and training: For those who face barriers to employment

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • Introducing transparency to pay and reward processes
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

    • Understanding of the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Understanding of issues relating to entering the contract workforce

  • Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

    Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

    • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
    • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
    • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
    • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at benc@invigilatis.com. Tell them what format you need. It will help if you say what assistive technology you use.